Built a low-cost GTM through partner network in Tier 2 and 3 cities to deliver profitable unit economics for the doorstep grocery e-commerce business. The initiatives my team and I undertook were aimed at empowering local partners to establish, expand, and serve their hyperlocal communities effectively and profitably.Key Achievements:- Successfully identified the ideal partner persona and created a comprehensive playbook to discover and onboard partners aligned with the vision.- Defined partner agreements and commission structures, ensuring a mutually beneficial framework for sustained growth.- Established service and growth SLAs, providing a structured framework for partner operations and expansion.- Designed and implemented a partner support and redressal framework, ensuring seamless engagement and issue resolution.- Introduced a Partner Engagement Framework, focusing on Partner NPS and retention, fostering a collaborative and long-term partnership.- Built hyperlocal consumer intelligence through partners, enhancing category offerings and optimizing margin extraction.- Spearheaded offline customer acquisition strategies in hyperlocal communities, expanding the customer base effectively.- Prioritized and delivered a top-notch customer experience through the partner network, thereby fostering loyalty and trust within the hyperlocal communities.Through this initiative, we were able to reduce the last-mile cost from 20% of NMV to 12% of NMV, while maintaining a consistent 10% month-on-month NMV growth.

Enhanced the supply acquisition strategy by creating innovative channels outside the traditional FOS model. Recognizing the challenges and fixed cost nature of the FOS model, particularly underscored by the impact of COVID-19, I successfully established two new channels from the ground up.Master Franchisee Channel:Introduced the Master Franchisee Channel, onboarding micro-entrepreneurs to bring properties on board using a variable model of success fees and revenue share.Defined the persona of these partners, established SLAs, fee structures, and implemented a comprehensive discovery and onboarding process.Developed a capabilities playbook, including products to enhance partner productivity.Collaborated with Business Development teams across countries to educate, train and seamlessly integrate this channel into their supply acquisition strategy.Self Onboarding Channel (OYO360):Pioneered the creation of the Self Onboarding Channel, allowing partners to independently onboard their properties with OYO.Orchestrated a significant change management initiative, shifting from the traditional face-to-face onboarding approach to a streamlined online process.Implemented cross-functional projects to align Legal, Business Development, Technology, and Country teams with this transformative change.Achieved a remarkable (~50% of new supply) growth through these two channels, showcasing the success and adaptability of the newly established models.

I led a transformative role in enhancing the productivity of the supply acquisition teams across multiple countries, including India, China, Indonesia, Thailand, Philippines, Vietnam, UK, USA, Brazil, Mexico and Europe. In this capacity, I collaborated closely with Country Heads and Supply Heads to understand the unique nuances of each market and developed tailored solutions for the acquisition teams.Global Operational Optimization:Spearheaded the development of capabilities, playbooks, and products aimed at improving the efficiency and productivity of the supply acquisition teams globally.Established processes for lead funnel management, enhancing the efficiency of lead tracking and closure through the creation of LMS products.Streamlined sales pitch and engagement strategies, providing property analytics for more effective interaction and closure with property owners.Productized existing contracts to enable tech-led closure, impacting turnaround time, profitability, and compliance.Cross-Country Collaboration:Collaborated closely with leadership teams in various countries, understanding diverse market dynamics, and tailoring solutions to meet the specific needs of each region.

As the Regional Head of North, I assumed a leadership role overseeing both the self-operated and franchisee businesses, with a combined annual revenue of ~Rs. 1500 Cr. In this pivotal position, I held P&L responsibility and managed a dynamic team of ~1000 professionals across various functions including supply acquisition, customer service, operations, HR, and finance.Profitability Turnaround:Achieved a remarkable profitability turnaround by elevating the take rate of our portfolio properties from 10% to 30%. This involved strategic negotiations with property owners, empowering field teams with property-specific revenue and P&L data for effective renegotiations, and bolstering partner support for real-time query resolution.Enhanced Financial Metrics:Led efforts to improve CM1 for the region from 7% to 25%, signifying a substantial enhancement in overall financial performance.Holistic Leadership:Successfully managed and collaborated with cross-functional teams to drive performance improvements in supply acquisition, customer service, and operations.

As the Regional Head for the Self-Operated Business, I spearheaded the Profit and Loss (P&L) responsibilities across an expansive territory covering Haryana, Delhi, West UP, Punjab, Uttarakhand, Rajasthan, J&K, Himachal Pradesh, and Ladakh. Over the course of my tenure, I achieved remarkable success in scaling the business from 25 Cr in annual revenue to an impressive ~250 Cr, contributing approximately 40% to the overall revenue of the self-operated business.Strategic Business Expansion:Led a dedicated team of ~300 professionals in business development and operations, playing a crucial role in the substantial growth of the self-operated business.Aggressive Supply Acquisition:Implemented an aggressive strategy for acquiring hotels to expand the supply network, contributing significantly to the business's robust revenue growth.Optimized Pricing Strategy:Ensured strategic pricing of acquired supplies, creating the most profitable region within the country.

Built and scaled the weddings and events business from inception to a thriving vertical generating ~60 Cr in annual revenue within just 12 months.Entrepreneurial Initiative:Embarked on the journey to build the weddings and events business from scratch, transforming an idea into a successful venture.Strategic Partnerships:Established strategic alliances with banquet partners, creating a diverse banquet supply capable of hosting a spectrum of events – from small conferences to large weddings and corporate gatherings for 1000 people.Comprehensive Event Solutions:Focused on customer convenience, developed a one-stop-shop website. This platform streamlined the event planning process, offering users the ability to explore venue options, book spaces, and arrange catering and decor services seamlessly.

VOW CarClinic offered uniform service experience to the car owners by on-boarding local garages and standardizing their price, processes and quality. In a nutshell, it was an OYO counterpart in the car servicing and automotive aftermarket space.I was heading the growth and the margin initiatives for the business by focusing on organic,referral and partnership driven acquisition (to enable scale with minimal burn) and through backward integration of consumables (to drive higher margins). We saw phenomenal response and customer adoption on our platform under bootstrapped conditions​ and we went on to raise an angel round ​(from IIT-D alumni) in August 201​6​.

As the Executive Assistant to the CEO at Ten Sports, I played a key role in steering strategic initiatives and driving transformative projects that significantly impacted the company's trajectory.Operational Transition Management:Headed the PMO in collaboration with the CEO, successfully leading the transition of company operations from Dubai to Noida. Ensured a seamless and efficient transfer of operations, maintaining business continuity.Organizational Restructuring and Redesign:Championed a comprehensive organizational restructuring initiative to optimize the span of control. Contributed to increased operational efficiency and effectiveness.Channel Rebranding and Strategic Pricing:Led the Channel Rebranding process in collaboration with creative and marketing heads, managing a budget exceeding Rs. 100 Cr. Additionally, formalized a pricing and channel bundling strategy, resulting in ~15% enhancement in the top-line.Business Process Redesign:Initiated and executed the redesign and optimization of business processes within the production division, enhancing workflow efficiency and productivity.League Structure Business Model:Conceptualized the business model for a new League structure, strategically building intellectual property for the organization.

During my tenure at BCG, I spearheaded projects across diverse industries, driving significant outcomes in terms of revenue enhancement, cost savings, and strategic transformation.Transformation of Construction Equipment Dealer:Led a 10-month initiative to transform a struggling construction equipment dealer. Achieved ~50 Cr annual revenue enhancement through a comprehensive sales push program, redesigned sales processes, and implemented performance-linked incentive schemes. Resulted in a bottom-line increase from (-4 Cr) to +12 Cr in nine months.EBITDA Margin Improvement for Steel Tube Manufacturer:In a 3-month assignment for a major steel tube manufacturer, identified margin improvement initiatives, automated production processes, and optimized procurement strategies, leading to ~30 Cr annual EBITDA margin improvement.Operational Strategy Design for Steel Manufacturer:Developed detailed financial projections and a 5-year roadmap to maintain superior profitability for one of the largest steel manufacturers in India. Addressed key stress areas and benchmarked manufacturing costs across the industry.Long-Term Investment Strategy for Beverage Company:In a 3-month project for a leading beverage company, conducted a competitive benchmark, refined the Go-to-Market model, and redesigned the operating model for their water business. Achieved a market-wise investment playbook and successfully launched a pilot in the top 5 cities in India.

As a software developer, I contributed to critical projects in the Call and Data Stack for Verizon Wireless in the USA, managing a team of 40 with an annual turnover of $200 MM. Additionally, I played a key role in the Browser Development Team for Samsung in South Korea, overseeing a team of 30 with an annual turnover of $150 MM. Notably, I received a letter of appreciation from management, being the only fresher to be recognized for outstanding contributions in both South Korea and the USA.